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Purpose: Results of a quantitative assessment of emotional intelligence in a sample of pharmacists affiliated with the ASHP Research and Education Foundation's Pharmacy Leadership Academy (PLA) are presented., Methods: A demographic questionnaire and a validated instrument for assessing emotional intelligence, the Emotional Quotient Inventory, version 2.0 (EQ-i 2.0), were administered to a group of practicing pharmacists who graduated from the PLA during the period 2008-12 (n = 82) and a control group of pharmacists who were accepted into the PLA in 2013 but had not begun leadership training (n = 40). The dependent variables were the mean total EQ-I 2.0 score and mean scores on five EQ-i 2.0 composite scales. The independent variables were PLA affiliation status (graduate versus matriculant) and demographic variables. Descriptive and inferential statistics were used to calculate between-group differences in EQ-i 2.0 scores. The relationship of demographic variables to EQ-i 2.0 scores was analyzed via multiple linear regression., Results: Among the 122 pharmacists who completed both assessments, the overall mean total EQ-i 2.0 score was 101.11, which indicated an average level of emotional intelligence. There were significant differences between the PLA graduate group and the control group in total EQ-i 2.0 scores and in EQ-i 2.0 scores for self-expression, decision-making, interpersonal skills, and other aspects of emotional intelligence. The evaluated demographic factors were not found to be significant predictors of EQ-i 2.0 scores., Conclusion: The study results indicated an average level of emotional intelligence among all PLA affiliates but revealed significant differences in mean total EQ-i 2.0 scores and EQ-i 2.0 composite scale scores favoring PLA graduates., (Copyright © 2015 by the American Society of Health-System Pharmacists, Inc. All rights reserved.)

Purpose: Health-system pharmacy directors, managers, practitioners, students, and employers were surveyed to assess the situation of current and future leaders in pharmacy and generate recommendations for preventing shortages., Methods: Online surveys were sent to pharmacy directors, pharmacy middle managers, current pharmacy practitioners pharmacy students, and employers recruiting for management positions using ASHP's membership and CareerPharm databases. Directors, managers, and practitioners were asked about their job satisfaction and future plans. The trends in demographics and attitudes toward the balance between family and work were assessed among directors, managers, practitioners, and students. Employers were asked about their perceived ease of filling managerial positions., Results: While most pharmacy directors and middle managers were satisfied with their current positions, 80% of directors and 77% of middle managers anticipated leaving their jobs in the next decade. Men comprised 72% of directors, 50% of middle managers, 62% of practitioners, and 21% of pharmacy students. The majority of pharmacy students and practitioners reported being married to a working spouse and having children and expressed a desire to balance their personal life with their career. The top reasons cited by students and practitioners for not seeking leadership positions were having to give up clinical practice and competing responsibilities. More than half of employers felt it was more difficult to recruit managers now than it was three years ago., Conclusion: A significant gap in pharmacy leadership in the next 5-10 years is expected, as well as a shift in work force composition and attitude. Mentoring and residencies are important methods of fostering new leaders in the profession.

The article describes the concept of leadership courage using mind mapping tools. It states that the leadership courage develops patient centered pharmacy services and defines the leadership courage as a conscious decision in order to become a courageous leader. An overview about the personal leadership vision is presented and includes several ways to increase courage. It states to maximize the relationships by sincerely caring for people, building political capital and tracking the activities.

The article focuses on the use of mind map for pharmacy leader to effectively support transformational practice change. It states that Pharmacy sea change has more recent roots in the American Society of Health-System Pharmacy (ASHP) sponsored pharmacy practice model initiative (PPMI). It provides methods of transformative learning to support transformational change. The Pharmacy Leadership Academy (PLA) sponsored by the ASHP is a unique online learning opportunity for leaders.

The article dicusses the mind mappin a technique for the pharmaceutical department issues and organizational change. It states that the mind mapping can manage the deas, and can facilitate problem solving, writing and decision making. It says that the mind mapping helps the organization during the operational changes or transactions. It adds that the mind mapping helps the pharmacy directors in several aspects which includes strategic planning, project management, and systems analysis.

The article focuses on some elements that exemplify strong pharmacy department leadership. Strong leadership enables pharmacy staff to use their drug expertise to prevent harm to patients. The emphasis of management is on tasks and safely executing them consistently while leadership needs the courage to embark into the unknown and the ability to instill that courage to others. It provides tips on being responsible and accountable.

An introduction is presented in which the editor discusses various reports within the issue on topics including health care reform, pharmaceutical guidelines and leadership among pharmacists.

In this article, the author focuses on need for pharmacists to be effective leaders. Topics discussed include need for pharmacists to ensure the right medication in order to prevent patients from any harm, focusing on innovations like personalized medication, nanotechnology and knowledge of the human genome; and need for willingness to innovate and experiment.

The authors comment on women in pharmacy leadership. Topics discussed include percentage of women that make up all entry-level healthcare employees, according to a 2019 Women in the Workplace report, impact of the Covid-19 pandemic on women, and recommendations focused on Black, Indigenous, and Persons of Color (BIPOC) women in pharmacy.

The article presents the 2020 annual Pharmacy Forecast, published by the ASHP Research and Education Foundation. Topics covered include the challenges facing health-system pharmacy leaders, the importance of strategic planning to deal with the unexpected and unpredictable events known as black swans, and the ability of states to make progress in healthcare reform.